What will happen if you can’t invite and retain talented people?

What to do if you can’t recruit and retain talents?

The failure to recruit talents is mostly related to the company’s corporate culture. There are three main situations for talents that companies cannot retain: First, they have to do For talents with big undertakings, they want to create or lead units that are better than their own. The second is for talents with high positions and high salaries. The third is for talents who think they are smart but cannot be reused by the company. Enterprises should release these talents and should not be "hard-blocked" or "dead-blocked" and should not suppress talents.

Of course, it is not easy to retain the talents that can be retained. We must work hard to respect the value of talents. The first is to make good use of talents. According to the talents and specialties, arrange appropriate leadership positions and hire technical positions to give talents a sense of value, "recognition" and "trust"; secondly, assign tasks and burdens to allow talents to attack key points and solve problems, so that talents can There is a "sense of achievement"; the third is to commend and reward talents who have made significant contributions, so that talents have a "sense of glory"; the fourth is to receive favorable treatment, so that talents have a "sense of happiness" and "satisfaction".

To retain talents, we must achieve the "three truths"

The development of an enterprise depends on talents. If an enterprise wants to retain talents and become stronger and bigger, it must strive to recruit sincerely. People, employ people sincerely and treat people sincerely.

Recruiting people with sincerity means being sincere when introducing talents. The mountains never get too high and the waters never get too deep. Don't be pretentious and show off talents just to decorate the company's appearance. Don't be cunning and hypocritical and blindly deceive talents just to whitewash the company's appearance. Attracting talents without sincerity is actually killing talents in disguise.

Employing people sincerely means being sincere in using talents. The Duke of Zhou vomited his blessings, and the world returned to its heart. We should not be jealous of foreign monks who can chant sutras; nor should we be afraid of the capable "airborne troops". Losing sincerity in using talents is the greatest harm to talents.

Treating people sincerely means treating talents with kindness and friendship. I only hope that your heart will be like mine, and that you will live up to your love and affection. Don't be eager for quick success or have too high demands on others; let alone seek perfection and blame, and tolerate no mistakes from others. Giving up sincere consideration for talents is a direct expulsion of talents.

Build a platform for development

Enterprises must be strict, standardized and refined in management, build a platform for talents to display their ambitions, and improve the learning and training mechanism to set up a Self-pressure, self-improvement, and continuous improvement of business skills are the bridge to fully stimulate professionalism.

At the same time, we should communicate more with them in work, life and study, strengthen guidance, solve problems in a timely manner, and strive to create a good atmosphere of using talents, loving talents and cherishing talents.

Talent is the soul of an enterprise. Only by retaining talents and making good use of them can an enterprise become bigger and stronger in the fierce market competition and remain invincible forever.

Treating core employees:

One factor that hinders the performance improvement of core employees is the lack of real and meaningful information about the company among front-line employees. Most companies do not prioritize information sharing. As a result, many front-line employees only have a general and vague idea of ??what kind of benefits the company has achieved and how they can make greater contributions to the company. Only by letting core employees know more about the company's operating conditions and the company's philosophy, making them feel more proud of the company, and increasing their awareness and understanding of the company's customer needs can we effectively achieve a "win-win" situation.

2. Let core employees participate meaningfully. Key employees who are responsible for the survival of the company will not spontaneously identify with the company unless they truly understand how their daily activities are linked to the company's performance. In fact, one of the keys to improving core employee satisfaction is to allow them to engage in meaningful activities. Currently, there is a lack of mechanisms to truly involve team members in decision-making activities, and little or no consideration is given to the subsequent impact on employee perceptions. .

3. Develop clear goals and performance appraisal system. Without clear and measurable performance goals, recognition and investment in the enterprise will have minimal impact on the loyalty and performance of core employees.

If you want to make the connection between core employees' loyalty and performance visible and tangible, you must let employees understand the goals and conduct regular assessments.

4. Effectively improve employees’ sense of job security. Due to the globalization of the economy and increasingly fierce business competition, job security has gradually become a thing of the past, but this does not mean that employees do not need job security. If an employee completes his job satisfactorily and helps the company he works for succeed, it helps him keep his job and increases his chances of finding another job opportunity, which is reflected in an increase in his salary.

5. Rely on the incentive system to retain people. In addition to designing a reasonable salary system, there must also be a long-term incentive system. Generally speaking, incentive systems include internal promotion systems and option incentive systems. The promotion system covers a wide range, including promotion of positions and non-leadership positions. It is a broad promotion system that can improve employees' status in the enterprise or social status. This article mainly discusses option incentives. The option incentive system of my country's technology companies mainly draws on the relatively mature option incentive system in the West, including: stock incentives, stock appreciation rights, restricted stock awards, deferred stock issuance and employee stock ownership plans.

6. Rely on “career adaptability” to retain people. Although the job market is tight, talented and enterprising talents are still a "hot commodity" for many companies. Large foreign companies generally believe that the most difficult talents to retain are middle managers, especially those who have been with the company for 3-8 years. They are familiar with how the company operates, but have few opportunities for rewards and promotions. Pay attention when retaining people. The company will develop a career adaptation system for the employees it recruits, so that employees can understand the different job responsibilities of each department as soon as they enter the company. Once you want to leave your position, you can first look for development opportunities within the company and find a job that suits you. Work.

7. Rely on "special tasks" to retain people. In order to retain capable employees, Hanigan Company in the United States implemented an employee structure chart model and developed a satisfaction coordinate: one axis reflects the managers' degree of satisfaction with their jobs, and the other axis reflects their degree of satisfaction with the company and the possibility of leaving the company. Once the coordinates of the two axes reach the intersection, the company must take comprehensive measures to help employees get through the dangerous period of job-hopping. To this end, for some employees who have promotion hopes, when there are no vacancies for a while, the employees are assigned to special tasks that take several months to complete. Company presidents admit they feel guilty when an employee leaves a high-profile job; it also gives the company a few months to look for advancement opportunities.

8. Trust employees and fully empower them. Empowerment means motivating employees to take on more responsibilities and have more power to make decisions on their own. First of all, authorization must have appropriate objects, that is, mature and enthusiastic employees who have enough ability and willingness to take on responsibilities. Therefore, the first step in authorization is to cultivate the process of motivating employees. Knowing how to use effective attitudes and methods to motivate others plays a dual role in a manager's career. If you motivate others, others will also motivate you. This is the growth of interaction. At this stage, managers play the role of leaders and need to give employees specific goals, guidance and guidance, and assist them in completing tasks. Obviously, the efficiency at this time is very low because employees cannot work independently.

In addition, if companies want to retain employees, there are three other ways:

First, retain employees with generous benefits and high salaries. Attract and retain talents, so that the company's benefits and salaries are sufficiently competitive in the same industry or between industries. This is the reason why "only places with abundant water and grass on the grassland can retain cattle and sheep."

Second, feelings retain people. People are higher-order animals with feelings. Once the basic life of "food, clothing, housing, and transportation" is satisfied, the attraction of material aspects will decline. On the contrary, "happiness, The attraction of spiritual factors such as "happiness and health" will increase. Humanistic care, people-oriented management concepts, harmonious relations between cadres and masses, harmonious working environment, happy working atmosphere and rich corporate culture are all aspects within the company. These are the main factors that retain feelings.

Thirdly, retaining people through career makes the corporate values ??and employee values ??closely and highly unified. The enterprise has a beautiful vision, complete development strategy and broad development space, which will provide employees with lofty ideals and ambitions and full of work. *** Employees are provided with a stage for self-realization and self-talent display, and talents will be firmly attracted to the company like a magnet attracting iron nails. Why can't talents be retained?

To retain talents, 7 points are emotional and 3 points are salary, and you have to control them yourself. Why can't companies retain "talents"?

-How to retain employees

Excellent employees leave regardless of our efforts to retain them; potential employees leave quietly regardless of our expectations; even employees who are under training do not care about us The great trust he had placed in him was gone, leaving HR people with endless annoyance and sighs. February and March every year are always days when HR people are on tenterhooks and in constant panic. At this time, there are always a large number of outstanding employees leaving the company, leaving many job vacancies, which makes HR people feel helpless. However, what makes HR people even more puzzled is that it seems that those who should go do not go, and those who should not go go; the ordinary ones do not go, but the outstanding ones go. Therefore, you can always hear the helpless songs of HR people over and over again: What can I do to keep you? My staff! It is difficult to recruit excellent employees, it is difficult to make good use of excellent employees, it is even harder to train excellent employees, but it is even harder to retain excellent employees. We know that when employees leave the company, they must have their reasons. It may not be sufficient, but it is always enough for employees to leave the company and find another job. So? Is it true that every employee is restless and wants to change companies constantly, so that they can work harder and better, and the more they do, the more proud they are? The answer is of course no. HR people should all have this experience. Employees who have worked in a company for one year or more than two years are already familiar with the company's corporate culture and have a certain affection for the company. Under normal circumstances, they are not willing to leave. company, but once they decide to leave the company, it will be difficult to retain them. Therefore, as corporate HRs, if you want to prescribe the right medicine and avoid repeating the same mistakes, you must first find out the real reasons for their resignation.

So, what are the reasons that force our best employees to abandon us?

1. External factors

1. Tempting employees to leave during the peak period of job hunting. The first two to three months after the Spring Festival every year is the peak period for employees to find jobs. After one year, companies need to develop and personnel need to be adjusted. Therefore, many companies are focusing on recruiting a large number of personnel at this time. Therefore, the demand for personnel is relatively large, and it is easier for job seekers to find suitable jobs at this time. A large number of job opportunities will tempt employees to bravely choose to change jobs.

2. Companies poach each other to encourage employees to leave. Many companies, in order to achieve better development in the new year, start poaching peers or other companies before the Spring Festival. Employees generally do not leave before the Spring Festival because they still have year-end dividends to collect. "If you don't get it, you won't get it for free; if you get it, you won't get it for free." After the Spring Festival, with the year-end bonus in hand, once a better company throws an olive branch to them, they will choose to change jobs without any scruples.

3. External pressure forces employees to resign. At the beginning, employees may not have the idea of ????resigning, but when they see other employees successfully changing jobs, getting higher salaries, and having better development, or people close to the employees continue to make noises and exert pressure in their ears, When under pressure, they will unconsciously compare the two. If they feel that they are more capable and have better opportunities for better development than employees who have successfully changed jobs, employees will involuntarily choose to change jobs.

2. Internal factors

The internal factors that affect employee turnover are diverse and accumulated over time. It is difficult to summarize them completely at once. After screening, the author summarizes them as follows: strip.

1. The influence of corporate culture. Whether a company has a good corporate culture and a good cultural atmosphere reflects the influence of the company to a certain extent. It is difficult for a company without influence to have appeal, and a company without appeal will naturally not have strong cohesion. In the world's famous companies such as General Motors and Microsoft, each company has its unique corporate culture.

The same is true for many outstanding domestic companies, such as Haier Culture and Vanke Culture. They have become brand cultures that job seekers flock to.

2. The management style of business leaders. The management style of the company leader has a great impact on the work emotions and enthusiasm of the employees. If a small number of employees feel that they are not suitable for the management style of the company leader, the employees will make self-adjustments, but if it is the majority, the employees will not only not be able to adapt to the company leader's management style. They will make self-adjustments and think that this is not their own problem but the leader's problem. Over time, you will feel disgusted with your leadership, and you will not devote yourself to your work wholeheartedly. If you cannot find a sense of accomplishment in your work, you will not be able to enjoy your work. Work without pleasure is nothing more than a slow suicide.

3. Enterprise development prospects. An excellent or development-eager employee is very concerned about the development prospects of the company. Only when the company develops can employees develop. If the company's prospects are bleak and employees cannot see the way forward, they will lose confidence in the company. And employees who have no confidence in the company will choose to leave sooner or later.

4. Enterprise salary level. During the interview, many job seekers basically talked about three points when talking about career selection criteria:

a. Happy work;

b. Big room for development;

c. Good remuneration.

It can be seen that, whether you admit it or not, salary level has become one of the important factors affecting job seekers in choosing a career. Every year at the end of the year, the company needs to make a summary, and so do the employees; the company needs to take stock of its gains, and so do its employees. According to Malos' Hierarchy of Needs, survival needs are also ranked first. Therefore, companies can effectively retain employees only if they have competitive salary levels.

In fact, there are many factors that affect employee turnover. External factors are relatively minor and can be solved well. However, the key factor that really affects employee turnover is internal factors. Only internal factors can be solved. , can effectively prevent and solve employee turnover problems.

1. Establish core corporate culture and create a good cultural atmosphere.

An excellent corporate culture cannot be established in a day or two. It needs to gather the strengths of many companies, accumulate them over time, and then refine them to become unique. The corporate culture created in this way is the business culture. Only those who can stand the test are valuable. However, it is difficult for our employees to see this, and they will not care how you create the corporate culture. They only ask to work in a harmonious, relaxed, just, fair, enterprising, and united team, and they will be happy. , the spirit is comfortable, so our managers should try their best to create such a cultural atmosphere. With such an atmosphere, the team will have cohesion. And with a cohesive team, if you want employees to leave, you probably have to resort to forced layoffs. This will ensure that your turnover rate is not too low.

2. Give employees a space for development and a platform for improvement.

Larger development space gives employees hope and motivation. A company that has no hope and no prospects will not be able to arouse the enthusiasm of its employees for work. It is also impossible for such a company to allow employees to stay and work in the company with peace of mind. To provide employees with greater development space and a platform for improvement, we can start from the following aspects:

1. Establish a sound competition mechanism and encourage employees to get jobs through fair competition. For many companies, when a job vacancy occurs, the first thing they think of is to recruit people from outside without considering promotion from within. Some companies even think of promoting from within, but because they do not have a complete internal competition mechanism, they do not consider promoting from within. Or because they are too familiar with internal employees, they always see their shortcomings and fail to see their many advantages. In the end, they will still consider recruiting from outside. In their eyes, they are always "foreign monks who are good at chanting sutras". "of. In fact, this has a huge impact on employees. When employees feel that the company lacks room for development, they also lack upward motivation. This is not conducive to motivating employees and cannot create a competitive atmosphere in the team.

2. For employees who have performed well in this position and whose abilities have exceeded the requirements of this position, but there are no higher-level position vacancies for the time being, it may be helpful to supplement the employees with horizontal rotation Posts, use new positions, new jobs, and new challenges to stimulate employees' enthusiasm for work. At the same time, it also allows employees to learn more knowledge and skills, effectively improving the overall quality of employees, so that employees can be competent for higher tasks. The level of work positions lays a solid foundation.

3. Provide employees with sufficient training opportunities. Zhang Ruimin of Haier once said this to his managers: It is not your fault that the quality of employees is not high when they first enter the company, but after a period of time, if the quality of employees is still not high, it must be your fault. It can be seen how important employee training is. Some companies have not thought about training their employees, but training requires investment. Because they are reluctant to invest and do not provide training opportunities for employees, it is really not worth the gain. Panasonic attaches great importance to employee training, because Matsushita Konosuke understands that money invested in the brain can make more money than money invested in machines. There are also various training methods. As long as you are good at using your brain, you will find that training can be everywhere and anytime and anywhere. The popular one-minute training is a good proof.

3. Business leaders should shape their own personality and improve their management level.

There is no doubt that the management level of leaders affects the development of the company to a large extent. Similarly, the leader's charisma and management style also greatly affect the work enthusiasm of employees and the stability of the team. Due to my professional relationship, the author has a lot of contact and communication with employees. To sum up, the following are the following:

1. Don’t trust people when you employ them, and don’t use people when you are suspicious. If the manager is suspicious, then this suspicion will be passed down the layers. For example, if the boss does not trust the vice president, then the vice president will not trust the department manager. If the department manager does not trust the supervisor, then the supervisor will not trust the employees. Employees are bound to feel uncomfortable working in a team without trust. Therefore, the principle of employing people is: trust him firmly when you use him.

2. Don’t speak ill of your employees, especially behind their backs. Employees hate it when their leaders criticize them behind their backs, even if they are well-intentioned. In fact, criticizing another employee in front of them will be counterproductive.

3. Don’t make promises lightly, but once you make a promise, it will never change no matter what. Many leaders always make some promises in order to win people's hearts, but for one reason or another, some promises are often not fulfilled. Our leaders don't care about this and think it doesn't matter, but our employees don't. Think about it, they will think that the leader does not keep his word, and they will not easily believe you again. At that time, it will be even more difficult for leaders to change their image in the minds of employees. When employees have difficulties or have ideas, they will not tell their leaders. As time goes by, they will not get appropriate promotion. In the end, it will inevitably lead to employees choosing to resign.

4. Dare to take responsibility, and dare to take responsibility for employees. Many of our leaders, in order to establish their prestige in the eyes of higher-level leaders or employees or to save their own face, often push their own mistakes to their employees, let alone take responsibility for their employees. The consequence of this is that your temporary prestige or face may be saved, but as time goes by, what you lose in the minds of employees may not be as simple as prestige or face. What you lose will definitely be the long-term respect and trust of employees.

5. Remember, the employees are right. If the employees do not do well, it is not because they are not good, but because I did not give them enough support. Maybe this sentence sounds a bit ridiculous at first, but in fact, if employees do not do well, leaders can always find the reason from themselves, provide more support and help to employees, and employees will inevitably If you feel grateful to your leaders from the bottom of your heart, you will work harder. As long as employees are truly committed, I believe that all difficulties can no longer be called difficulties.

6. Don’t treat employees who are about to resign in a special light or treat them as thieves.

Some companies, when their employees are on the job, would like them to do more and be involved in more work. Once an employee proposes to leave, they will take strict precautions against them, for fear that they will take away important company information, and even worse, ask them to leave the company. Other employees monitor it. However, they ignore that today you ask employee A to monitor employee B, and tomorrow you may ask employee C to spy on employee B. The psychological impact on employee B and other current employees may be greater than the impact on employee A. Besides, if employees can really take away important company information, it can only be blamed on you for not taking good confidentiality measures and not taking precautions. Therefore, do not treat employees who have resigned in a different light. Otherwise, you will not only lose the trust of employee A in you, but you may also lose the trust of the entire company's current employees.

4. Provide competitive salary levels.

1. First, investigate the salary levels of peers. If you are a property company, you must find out the salary levels in the property industry. If you are a real estate company, you must find out the salary levels in the real estate industry. Only in this way can you develop a competitive salary level; in addition, For positions that are relevant in different industries, you must also know the level of the social position, such as the human resources manager/supervisor position in a property company. In addition to knowing the salary level of this position in the property industry, you should also try your best to Understand the salary level of this position in other industries, because these popular positions themselves are not subject to many industry restrictions. If the salary level of the position you give is too low, even if it is competitive in the industry, it will not be good for you. Employees in this position are attractive enough.

2. Be willing to pay high salaries to key employees or employees in important positions. Even if it is higher than other positions, it doesn’t matter. You need to increase the level of the position. Only in this way can you attract core employees. We say that if ordinary employees are lost, they can be easily replaced at any time, but once important and core employees are lost, it will be difficult for them. The enterprise will incur immeasurable losses.

3. Clear rewards and punishments, heavy rewards and heavy punishments. For employees who have made major breakthroughs for the company, you might as well implement heavy rewards. The advantage of this is that on the one hand, it can improve the income level of employees (employees will also calculate their income). On the other hand, it is also an effective incentive for employees. , because employees know that as long as they pay and contribute, there will be good rewards, so they will work harder in future work.

5. Strengthen the management of employees after resignation.

1. Treat employees who have resigned as a kind of wealth and a resource. Many companies either show disdain or indifference to employees after they leave. In fact, resigned employees are another kind of wealth and potential resources of the company. If used well, they will have a great effect on the company. For example, his publicity for the company is better than the company's own publicity for itself. At the same time, if the relationship is well established, if the employee improves greatly outside the company, he can be hired back into the company in the future, which can be regarded as a considerable human resources income.

2. After an employee leaves the company, make frequent phone calls to welcome him home. It may only take you a few minutes to make a phone call, but you can not only touch former employees, but most importantly, you can also touch current employees and potential former employees with your actual actions.

3. Don’t say “a good horse never turns back”. Gone are the days when good horses never look back. The willingness of outstanding employees to return to the company is their recognition of the company and the corporate culture. If they return to the company, it will not only be one person who comes back. There will also be a "halo effect", and the psychological shock it will have on employees must be irresistible. Why can’t high salaries retain talents?

These newly recruited people have higher academic qualifications, and we also give them higher salaries, which are even more than double that of ordinary employees in the same industry. However, they still continue to receive jobs. to their resignation letter. Over the past two years, almost all the people recruited in the first batch have left. Last year we approached a consulting company for management consulting. They determined that we urgently needed to establish a good corporate culture so that we could retain high-quality talents.

But more than half a year later, little effect has been achieved. Some old employees said: The corporate culture has no real content except loud slogans and nice words to save face. The current situation of the hotel has indeed not changed. Why can’t we keep the people we need? Today’s visiting expert: Tang Junmin, senior consultant of Chengwei Management Consulting Company. Cause: This phenomenon is probably a problem encountered by many companies. High salaries cannot retain talents. Apart from the fact that such talents have greater personal ambitions, the root cause lies in corporate culture. The company's corporate culture is not felt, recognized and followed by these talents. In the final analysis, it is the company's corporate culture that has not taken root and been implemented in practice. Analysis: To retain talents, companies need to have both soft and hard skills, and both are indispensable. The hard aspects require reasonable wages, working facilities and conditions, etc. The soft aspects require good interpersonal relationships, smooth work processes, common values, development prospects, etc. The phenomenon in this case is caused by the company's soft deficiencies. Corporate culture is the comprehensive expression of the soft and hard aspects of an enterprise. The soft side often has a greater effect (positive or negative) than the hard side. But how the soft side exerts a positive effect is very critical. In layman's terms, the process of how the company's values ??fall into the minds of employees and are recognized and pursued by them is troublesome, that is, how the culture is recognized and pursued by employees. Therefore, it is necessary to develop a set of cultural values ??that suits the company itself. Of course, more importantly, it is necessary to take measures to make the culture take root. Countermeasures: Mobilize employees to reshape the company's culture and values, including business philosophy, purpose, core values, talent concepts, motivation concepts and other conceptual systems. The purpose is to allow employees to actively participate in the construction of company culture. The construction of company culture must incorporate the wisdom and suggestions of company employees. A special department should be set up in the company to be responsible for cultural construction and implementation (such as human resources department/office, etc.). Various measures and plans should be formulated to promote the promotion and implementation of cultural values. For example, lectures on corporate culture, seminars on how to implement culture in operations, how management promotes company culture, employee behavioral norms, various tourism, entertainment, sports, celebrations and other activities, etc. Transform abstract cultural concepts into lively and tangible forms to establish a good mental model and working environment. Increase the construction of human resources work, including: testing the personal values ??of candidates during the recruitment process and assessing the convergence with the company's values, selecting talents who agree with the company's values; combining the company's development and employee characteristics, making employee career development plans; establishing Improve the scientific assessment system and salary system, optimize various business processes, create a fairer and open platform for employees, etc. Why can’t the West retain talents?

Urad Houqi, you have deeply hurt me. Urad Houqi, this place far away from me, I never dreamed that one day I would set foot on it. This land. I am a northerner, but Inner Mongolia, especially the Urad Rear Banner, is the true north. In 2009, I was invited by a friend to come here. I finally understood why the country has repeatedly mobilized college students to support the Northwest but to no avail. The climate and environment here are indeed unimaginable, but in my wildest dreams, I never thought that I would not be able to stay here. The reason why people live here is because of some of the people here! I was invited by a friend to work as an assistant to the general manager of Jujitai Chemical Co., Ltd. in Urad Rear Banner. Not to mention how bad the working conditions here are, I was fully prepared mentally before. I held my dream and used my We must use our heart and knowledge to help enterprises here get on the right track and bring our advanced management experience in the south to them. Not to mention how difficult it is to carry out my work, I have worked here for more than 4 months without receiving any salary. I even contributed money to the development of this enterprise. Today I am writing this letter, not I write for myself, but I write for our kind, our kind. Urad Rear Banner Government, if the Northwest still needs so many of our mainland intellectuals to seek development with you, I hope to gain the respect of your local entrepreneurs instead of their deception.

In order to support the construction of Jujitai Chemical, how many of us gave up our homes and careers and overcame various environmental and dietary discomforts. In the end, we didn't even get the minimum respect from others. In the end, we didn't get a penny of salary. Not as good as your local migrant workers. Is it because we intellectuals are unarmed? Do they really need us to shout and sit quietly in order to get our wages back? Urad Rear Banner, the former northwest frontier, is now taking off. You now need more talent introduction and investment from foreign companies. Then I hope that the reputation of your region will not be ruined because of a giant Jitai Chemical. You are developing, don't Because this incident has caused mainlanders, including the industry, to distrust your region, people, companies, and government, and have the illusion of dishonesty, I hope your local government can coordinate and resolve it.

Why can’t Shenzhen retain talents?

Shenzhen is not the only city that cannot retain talents in a big city like Shenzhen. I think the most fundamental reason is that housing prices are too expensive. It’s ridiculously expensive. Some current talents and potential talents have just arrived in Shenzhen. They are frightened by the housing prices here and have no sense of belonging. They think this is a place where rich people live, so they all ran away and went to other places with other housing prices. Relatively lower-tier first-tier cities have developed. Why can't companies retain talent?

Most of it is due to the enterprise. It is very important to create a talent service platform. Don’t think that you understand the employees. In fact, many times the enterprise cannot meet the dynamic needs of different talents at different stages, which is why there is frequent talent flow! Why can't China retain talents?

There are many reasons for this, here are the main points:

1. Others have a reasonable system for foreigners and a reasonable distribution. There are more outflow talents in foreign countries. Positivity. This goes without saying.

2. Foreigners respect science and technology, respect scientific and technological talents, and respect people with real talents and practical knowledge. In foreign countries, we often see people making jokes about politicians and making scandals about them, but few people dig into scientific and technological talents. In China, everyone wants to be a civil servant, which results in a lack of talent and a low social status of real talents.

3. The eagerness of enterprises and institutions for quick success and instant profit has led to the fact that China is destined to be unable to develop high-quality industries. Talents cannot achieve results at home, but abroad, with first-class hardware and first-class management processes, it is easier to achieve results.

4. The social evaluation system is deformed. Real talents have become non-talents after they have been in the country for a long time. He has become a fool who only cares about politics. While it may not be talent at home, only energy can be used abroad. This makes the problem you mentioned seem more obvious.

5. There are many others, too many to mention.